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C217personality Traits
C217personality Traits
Figure 3.1
Effectiveness is determined by a
complex interaction between the
characteristics of managers and the
nature of the job and organization in
which they are working
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Managers and Traits
Personality traits that enhance
managerial effectiveness in one
situation may actually impair it in
another
Value System
The terminal and instrumental values that are the
guiding principles in an individual’s life.
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Attitudes
Attitudes
A collection of feelings and beliefs.
Job Satisfaction
A collection of feelings and beliefs that managers
have about their current jobs.
• Managers high on job satisfaction have a
positive view of their jobs.
• Levels of job satisfaction tend increase as
managers move up in the hierarchy in an
organization.
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Attitudes
Organizational Citizenship Behaviors
Behaviors that are not required of
organizational members but that help the
firm in gaining a competitive advantage.
• Managers with high satisfaction are more
likely perform these “above and beyond
the call of duty” behaviors.
• Managers who are satisfied with their
jobs are less likely to quit.
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Attitudes
Organizational Commitment
The collection of feelings and beliefs that managers
have about their organization as a whole
• Committed managers are loyal to and are proud
of their firms.
• Commitment can lead to a strong organizational
culture.
• Commitment helps managers perform their
figurehead and spokesperson roles.
• The commitment of international managers is
affected by job security and personal mobility.
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Moods and Emotions
Mood
A feeling or state of mind
• Positive moods provide excitement, elation, and
enthusiasm.
• Negative moods lead to fear, distress, and
nervousness.
• Current situations and a person's basic outlook
affect a person’s current mood.
A manager’s mood affects their treatment of others
and how others respond to them.
• Subordinates perform better and relate better to
managers who are in a positive mood.
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Emotional Intelligence
Emotional Intelligence
The ability to understand and manage
one’s own moods and emotions and the
moods and emotions of other people.
• Assists managers in coping with their
own emotions.
• Helps managers carry out their
interpersonal roles of figurehead, leader,
and liaison.
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Organizational Culture
Shared set of beliefs, expectations,
values, norms, and work routines that
influence how members of an
organization relate to one another and
work together to achieve organizational
goals